I recently had an epiphany.
It all came from an experience I had while commuting to work. The person I was driving with didn’t appear to have any sense of urgency. He was moving slowly through traffic and didn’t seem to be concerned with how to most efficiently get to our destination. By the time I arrived at work, I was incredibly frustrated and impatient. I was relaying the story to my Support Partner and Strategic Assistant, Nicole, and was taken by surprise when she responded, “I hate a sense of urgency.”
This is when I had my “aha” moment.
How well do your team members respond to urgency?
I’ve always believed that appreciating and responding quickly is a crucial attitude when it comes to successful entrepreneurial teamwork. I also love deadlines or when things speed up—these situations spur my creativity.
But do you need to be fast-paced and enjoy high-pressure environments in order to survive in an entrepreneurial organization?
The answer is no.
The circumstances that excite me and put me into motion are very stressful for my partner Nicole. This is why she goes above and beyond to plan and schedule ahead of time all that is in her power in order to avoid moments of panic or strain—while still getting the same results.
So if a sense of urgency isn’t essential for great teamwork, what is?
Two attitudes that guarantee good teamwork.
Nicole and I both place a high level of importance on being alert and responsive.
Being alert means being quick to notice any unusual and potentially challenging or difficult circumstances. And being responsive means responding readily and with interest.
Regardless of someone’s skill set or personality, if you can count on them to react quickly and positively to whatever is thrown their way and be tuned in to new ideas and opportunities, you can be assured that you can rely on them for high-level teamwork. These types of team members have both their heads and hearts involved and bring every part of themselves to the party. At the end of the day, only rely on your sense of urgency at times when it’s of the most importance—not on a regular basis.
It’s key to recognize that you’re not trying to clone yourself when building a team, but rather are looking for people who enjoy doing the things you don’t. And if you can fill in the gaps with people who are alert and responsive, you’re putting the pieces together for a Self-Managing Company.